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© 2026 IJSREM – International Journal of Scientific Research in Engineering and Management. This is an open-access journal. Articles are published under the Creative Commons Attribution (CC BY 4.0) License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.

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ArticlePeer ReviewedOpen AccessPlagiarism Passed
Paper ID:IJSREM63327

A STUDY ON EMPLOYEE ENGAGEMENT IN EUROTHERM INDIA PRIVATE LIMITED, PALLAVARAM

Stream/Area:

-

Subject:

-

Paper ID:

IJSREM63327

Volume:

10 |

5 |

May 2026

Pages:

1-6

Publication Frequency:

Monthly (12 issues per year)

DOI
Digital Object Identifier
10.55041/IJSREM63327

License:International Journal of Scientific Research in Engineering and Management follows the Creative Commons Attribution 4.0 (CC BY 4.0) License, allowing free use and distribution with proper attribution.

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Authors

DSG

Dr. S.K. GURUMOORTHI

DEPARTMENT OF MANAGEMENT STUDIES

GRT INSTITUTE OF ENGINEERING AND TECHNOLOGY TIRUTTANI-TAMILNADU

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CS

C. SAKTHI

DEPARTMENT OF MANAGEMENT STUDIES

GRT INSTITUTE OF ENGINEERING AND TECHNOLOGY TIRUTTANI-TAMILNADU

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Abstract

Employee engagement has become one of the most important factors influencing organizational performance, employee productivity, job satisfaction, and employee retention in modern organizations. This study focuses on analyzing the level of employee engagement among the employees at Eurotherm India Private Limited, Polavaram. The study aims to understand employees’ perceptions regarding leadership, communication, motivation, recognition, training and development, decision-making participation, job satisfaction, and emotional connection with the organization. A descriptive research design with a quantitative research approach was adopted for the study. Primary data were collected through a structured questionnaire from 100 employees using a simple random sampling method. The study concludes that employee engagement plays a significant role in improving employee productivity, organizational commitment, and retention. The organization should focus on strengthening communication, improving leadership support, enhancing recognition systems, encouraging employee participation, and providing effective training and development opportunities.

KEYWORDS

KEYWORDS: Employee Engagement Job Satisfaction Employee Motivation Organizational Commitment Workplace Environment Employee Retention

Cite This Article

Dr. S.K. GURUMOORTHI, C. SAKTHI, "A STUDY ON EMPLOYEE ENGAGEMENT IN EUROTHERM INDIA PRIVATE LIMITED, PALLAVARAM," International Journal of Scientific Research in Engineering and Management, vol. 10, no. 5, pp. 1-6, May 2026. https://doi.org/10.55041/IJSREM63327

Full Article/Conclusion

The study highlights important insights into employee engagement and organizational practices. The majority of respondents belong to the 26–30 years age group, indicating that young employees form a significant part of the workforce. Female employees slightly outnumber male employees, showing a balanced representation of gender in the organization. Most respondents are diploma holders, married, and belong to joint families, which reflects the social and educational background of the employees. In terms of income and experience, the majority earn between $20,001 and $30,000 and possess 2–3 years of work experience, indicating a workforce that is moderately experienced and in the early stages of career development. The findings also reveal mixed opinions regarding organizational leadership, communication, motivation, and employee engagement. A large number of respondents expressed neutral opinions about leadership effectiveness, job motivation, job satisfaction, emotional connection with the organization, and recommending the organization as a good workplace. Many employees stated that managers rarely encourage participation in decision-making, while only a limited number strongly agreed that communication and engagement positively influence productivity and performance. Recognition, training opportunities, and employee involvement were also found to be moderate, suggesting the need for improvement in organizational support systems.

References

1.      Bakker, A. B., & Demerouti, E. Toward a model of work engagement. Career Development International, (2008),13(3), 209–223. 2.      Harter, J. K., Schmidt, F. L., & Hayes, T. L. Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, (2002),87(2), 268–279. 3.      Saks, A. M. Antecedents and consequences of employee engagement. Journal of Managerial Psychology, (2006), 21(7), 600–619. 4.      Markos, S., & Sridevi, M. S. Employee engagement: The key to improving performance. International Journal of Business and Management, (2010),5(12), 89–96. 5.      Kahn, W. A. Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, (1990),33(4), 692–724. 6.      Robinson, D., Perryman, S., & Hayday, S. The Drivers of Employee Engagement. Institute for Employment Studies. (2004). 7.      Schaufeli, W. B., Salanova, M., González-Romá, V., & Bakker, A. B. The measurement of engagement and burnout: A two-sample confirmatory factor analytic approach. Journal of Happiness Studies, (2002), 3(1), 71–92. 8.      Macey, W. H., & Schneider, B. The meaning of employee engagement. Industrial and Organizational Psychology, (2008),1(1), 3–30. 9.      Rich, B. L., Lepine, J. A., & Crawford, E. R. Job engagement: Antecedents and effects on job performance. Academy of Management Journal, (2010),53(3), 617–635. 10.   Maslach, C., Schaufeli, W. B., & Leiter, M. P. Job burnout. Annual Review of Psychology, (2001), 52(1)397–422.

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Publication Date

5/16/2026

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Review Rounds: 2

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